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Published by: International Institute for Management Development (IMD)
Originally published in: 2007
Version: 06.12.2007
Length: 10 pages
Data source: Field research

Abstract

Matt Barrett, CEO of Barclays, joined the bank in 1999 and had been assigned a mission to transform the bank from 'a big UK bank dabbling overseas to a global bank which happens to have a strong UK franchise'. The bank 'lost its way', after years of underperformance and several significant corporate crises its market capitalisation rank fell from 4 in 1980 to 22 in 2000, its organisation lost confidence in being one of the top world banks. The case shows how Matt managed to turnaround the bank and focuses on the first two years of this transformation.
Location:
Industry:
Size:
113,300 employees in 2005 and turnover GBP9,288 million, 1999 turnover GBP17,978 million
Other setting(s):
1999-2005

About

Abstract

Matt Barrett, CEO of Barclays, joined the bank in 1999 and had been assigned a mission to transform the bank from 'a big UK bank dabbling overseas to a global bank which happens to have a strong UK franchise'. The bank 'lost its way', after years of underperformance and several significant corporate crises its market capitalisation rank fell from 4 in 1980 to 22 in 2000, its organisation lost confidence in being one of the top world banks. The case shows how Matt managed to turnaround the bank and focuses on the first two years of this transformation.

Settings

Location:
Industry:
Size:
113,300 employees in 2005 and turnover GBP9,288 million, 1999 turnover GBP17,978 million
Other setting(s):
1999-2005

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